As Global Head of Research & Leadership Advisory at JRG Partners, I give clients this template constantly, so here is the practitioner’s version, ready to adapt. A competency matrix defines what ‘good’ looks like for a role, in specifics, so that assessment measures the right things consistently. This template shows how to build one for executive hiring and use it across the process.
What follows is a ready-to-use tool you can adapt to your own process, with an explanation of why each element belongs in it and how to apply it well. It is written for boards, HR leaders, and hiring executives who want something they can put to work immediately, not a theoretical overview.
What This Tool Is For
This template structures a leadership competency matrix, defining the specific competencies an executive role requires and what each looks like at different levels, so hiring assesses the right things consistently. It gives the search its criteria, the scorecard its dimensions, and the panel a shared definition of what strong looks like, replacing vague notions of a ‘good leader’ with concrete, assessable competencies.
Key Takeaways
- A competency matrix defines what ‘good’ looks like for a role, in specifics.
- It lists the required competencies and what each looks like at different levels.
- The matrix gives the search its criteria and the scorecard its dimensions.
- It replaces vague notions of leadership with concrete, assessable competencies.
- Tailor the competencies to the specific role, not a generic list.
What a Competency Matrix Does
A competency matrix translates “we want a strong leader” into specific, assessable competencies and defines what each looks like at different levels of proficiency. This does two things: it forces clarity on what the role actually requires, and it gives the assessment concrete dimensions to measure against consistently. Without a matrix, interviewers assess against their own private notions of leadership; with one, they assess against a shared, explicit definition. The matrix underpins the position spec, the scorecard, and the panel’s shared understanding of what strong looks like.
Sample Competency Matrix Structure
| Competency | Developing | Proficient | Strong |
|---|---|---|---|
| Strategic thinking | Executes strategy set by others | Shapes strategy for their area | Sets enterprise strategy under ambiguity |
| Execution | Delivers defined tasks | Drives function to results | Drives complex results across the business |
| Team leadership | Manages a team | Builds a strong team | Builds and develops top-tier talent at scale |
| Influence | Communicates clearly | Aligns stakeholders | Leads and inspires the whole organization |
| Judgment | Sound on routine decisions | Sound on complex decisions | Excellent under high stakes and ambiguity |
Building Your Matrix
- Identify the competencies this specific role genuinely requires, typically five to eight, not a generic list.
- For each competency, define what it looks like at each level (e.g., Developing, Proficient, Strong).
- Set the target level required for the role on each competency.
- Use the matrix to build the scorecard criteria and the interview questions.
- Assess candidates against the matrix, placing them at a level on each competency with evidence.
Principles for a Useful Matrix
- Tailor to the role. A generic leadership matrix assesses generic leadership; define the competencies this specific role rewards.
- Make levels observable. Each level should describe behavior you could actually observe or verify, not abstract quality.
- Set the target explicitly. Define what level is required for the role on each competency, so assessment has a clear benchmark.
- Keep it to the vital few. Five to eight competencies capture what matters; more becomes unwieldy and dilutes focus.
How to Use This Template Well
Build the matrix at the search kickoff by identifying the competencies the specific role genuinely requires and defining observable levels for each. Set the target level for the role, then use the matrix to derive the scorecard criteria and the interview questions, so the whole assessment measures the same defined competencies. During assessment, place each candidate at a level on each competency with supporting evidence, giving a structured, comparable profile. Reuse and refine the matrix across searches for similar roles, but always check that the competencies fit the specific role rather than applying a generic list.
Common Mistakes to Avoid
The common mistakes are using a generic competency list rather than tailoring to the role, defining levels in abstract terms that cannot be observed or assessed, including too many competencies (which dilutes focus), and failing to set the target level required for the role. Avoid these by tailoring the competencies to what the specific role rewards, defining each level in observable behavioral terms, keeping to the vital five to eight competencies, and setting explicit targets so assessment has a clear benchmark.
The Bottom Line
A leadership competency matrix that defines the role’s required competencies and what each looks like at different levels gives executive hiring concrete, assessable criteria, replacing vague notions of a ‘good leader’ with a shared, explicit standard the whole process can measure against. Put to work across your process, this tool turns a high-stakes, often-improvised decision into a structured, defensible one, which is precisely what leadership hiring demands.
Related Resources
For employers going deeper, see Executive Interview Scorecard Template, Position Specification Template for C-Level Searches, Internal Candidate Assessment Template for Promotion Decisions.
Frequently Asked Questions
- Q: What is a leadership competency matrix?
- A: A tool defining the specific competencies a role requires and what each looks like at different proficiency levels, used to assess candidates consistently.
- Q: How many competencies should the matrix have?
- A: Typically five to eight, the vital few the role genuinely requires, since more dilutes focus and becomes unwieldy.
- Q: How does the matrix connect to assessment?
- A: It provides the scorecard criteria and interview questions, so the whole assessment measures the same defined competencies against a clear benchmark.
- Q: Should you use a generic competency list?
- A: No; the matrix should be tailored to the competencies the specific role rewards, since a generic list assesses generic leadership.
- Q: How do you define competency levels?
- A: In observable behavioral terms, describing what each level looks like in practice, so assessment measures verifiable behavior rather than abstract quality.
![](https://www.jrgpartners.com/wp-content/uploads/2025/12/tanya-gallardo.jpeg")
Tanya Gallardo
Managing Director, Executive Search & AI Talent Strategy
Tanya Gallardo is the Managing Director of Executive Search & AI Talent Strategy at JRG Partners, leading C-suite and Board engagements across key growth sectors including Technology, Financial Services, and Manufacturing.
With over 18 years of experience specializing in disruptive technology leadership, Tanya is recognized as a leading authority on talent architecture for future-focused executive roles, such as the Chief AI Officer (CAIO) and Chief Digital Officer (CDO). Her expertise lies in accurately assessing the cultural fit and technical depth required to ensure a high return on investment (ROI) for critical leadership appointments.
Prior to her role at JRG Partners, Tanya held senior roles directing global talent acquisition strategies at a major publicly-traded technology firm, advising on organizational design and succession planning for emerging executive functions. She is a recognized speaker and contributor to industry events, sharing data-driven insights on executive compensation, leadership development, and the measurable business impact of C-suite talent.
